This important book is for anyone who wants to make the most of work-based learning: employees, employers, educationalists, policy makers and researchers. It sheds light on ways of giving full-time employees the chance to take up learning opportunities which are of the same level and rigour as those on offer to the full time student. It approaches the subject from the perspective of the learner, drawing on case studies to provide detailed insight. It suggests that universities already have in place much of the machinery needed to support learners who are in work: they just don't make enough use of it. Look closely and you will find a substantial legacy of this kind of activity by universities. This is a book about seizing opportunities. In one volume, Understanding Work-Based Learning makes a valuable contribution to current employer engagement and learner demand debates, and provides first hand learner experiences to guide existing and potential work based learners, employers, educationalists, policy makers, and researchers.
'An important book for anyone looking to gain valuable insight into the motivation and experience of learners in workplace learning.' - David Wright, Chartered Institute of Educational Assessors '…still an emerging and little understood subject. This is an authoritative account by leaders in the field which will serve as an anchor point for all who wish to understand it better. Besides being an invaluable reference volume for educationalists the book will, I believe, become essential reading for all who embark on a work-based learning programme. The case studies, written by learners, bring into vivid life the benefits as well as the trials and tribulations of work-based learning and bring together the range of such experiences for the first time in print.' - Sir David Melville CBE, Government Thames Gateway Skills Envoy and former Vice-Chancellor, University of Kent 'This book comes at a crucial time as the world of Higher Education faces a period of rapid and unprecedented change. It provides a stimulus for further thought and a reliable guide for practitioners' - John Widdowson.CBE, Principal New College Durham, Chair Mixed Economy Group of Colleges 'This book presents a stimulating combination of theoretical reflection and practical insights into the whole of work-based learning at university level. At the core… is the recognition that university-level work-based learning is not restricted to the confines of a university campus. Barry Sheerman MP's introduction says that this is a book about seizing opportunities. The case studies highlight those who have already seized them and point the way for others who might follow' - Professor D.A.Young National Teaching Fellow, Academic Adviser University of Derby Corporate, University Enterprise Centre 'This insightful book provides a thoughtful and detailed explanation of a wide range of work based learning experiences delivered by Higher Education providers (and) …The tremendous case studies will be
Contents: Foreword; Introduction; Part I Making Sense of Work-Based Learning: The genesis of university work-based learning, Simon Roodhouse; Defining and theorizing university work-based learning, Simon Roodhouse; Legitimising work based learning programmes of study, Penny McCracken; University models of work-based validation, Tony Wall; Recognising, assessing and rewarding work experience, Jonathan Garnett; Supporting learners through mentoring in the workplace, Ann Minton. Part II The Learner's Experience: Introduction to case studies; Case study 1: an SME owner and an MBA; Case study 2: a police officer undertakes an external MBA; Case study 3: a supermarket dotcom training manager and a work-based degree; Case study 4: a senior manager, oil company vice president, and a PhD; Case study 5: a civil servant, a degree and professional qualifications; Case study 6: a care commission officer with the Scottish Commission for the Regulation of Care (care commission) and a graduate certificate; Case study 7: a learning architect, designing programmes that engage and a doctoral research programme; Case study 8: IT operations manager and a foundation degree in business management; Case study 9: a local authority manager and a work-based masters degree; Case study 10: working with children and learning recognition; Case study 11: a wife, mother, employee and a part-time degree; Case study 12: McDonalds and achieving a foundation degree; Case study lessons, John Mumford. Part III The Rights of the Learner: The informed learner; References; Index.